Internal Brandingat EVNSkopje, 18th October 2013
EVN at a glance (2011/12)
" Revenue
− EUR 2,846.5 m
" Energy trading and sales
− 3.7m customers (thereof 730,000 in MK)
" Power generating capacity
− 1,944 MW
" Employees
− 7,600 thereof 2,200 in MK
EVN – Competence
Internal Branding
" Definition:
Internal Branding is the set of strategic processes that align
and empower employees to deliver the appropriate
customer experience in a consistent fashion.
" Aim of Internal Branding:
− EVN employees should become EVN ambassadors.
− Identification of employees with the values of the company
− EVN employees are our success factor
Brand as compass
Old school New school
Strategy
StrategyService
Finance
HR
Purchasing
R&D
SalesComm.
MarketingBrand
Brand
HR
Finance Purchasing
R&D
Comm.
Marketing
Sales
Service
Importance of Internal Branding / Challenges
" EVN Group has grown substantially over
the last years. As a result we are dealing
with different corporate cultures and
decentral organization.
" Orientation along common values and
goals is therefore difficult
" EVN has to ensure, that our promises in
our advertisements become true
" Management influences corporate culture
in terms of leadership2.199 2.317
2.608
6.654
9.9739.535 9.342
8.9378.536
8.250
7.594
7.490
1.500
2.000
2.500
3.000
3.500
4.000
4.500
5.000
5.500
6.000
6.500
7.000
7.500
8.000
8.500
9.000
9.500
10.000
10.500
01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13
Development of FTE within EVN Group
Internal Branding
The Implementation
Emplo
yees
Inte
rnal f
occ
us
Cust
om
ers
Exte
rnal f
ocu
s
Brand core
Experience
Regionality
Security of
supply
Logo
Brand
Driving values for employees
Communication and
advertising to achieve
customers
Claim:EVN is always there for me!(core value security of supply)
Strategy 2020
Implementiation
of the corporate strategy
Employer =
brand
ambassador
Employees represent
the brand in the
market
Brand, Driving Values and Strategy
Driving Value 1
" We stand for tradition, continuity and stability. Our
employees are professional, reliable and quality conscious.
" Each individual’s contribution helps us to provide our
customers with the best possible energy and environmental
services.
" This positive attitude is the driving force behind the group’s
continued and sustainable growth.
Driving Value 2
" We inspire other people to achieve more through the way
that we think and act.
" A strong team spirit and positive working environment is
critical to our success and the development of our staff.
" People who love to learn and and critisize – if it necessary –
in a constructive way are our kind of people.
Driving Value 3
" We don’t just talk, we make things happen. We always
follow the rules, but prefer to take the shortest, least
bureaucratic path.
" Whatever the task, we never lose sight of the environment
that our energy is sourced from in our work.
" Sustainability is a core consideration when it comes to
production, distribution and disposal.
Introduction of the Driving Values
" Management is in charge of the
introduction
" Managers have to make their
employees aware of the EVN Driving
Values
" Managers of large organizational
units -> delegation of holding
workshops to the middle
management (Heads of departments,
head of teams) and facilitators
Preparation of Workshops
" Training for mangers and facilitators
" Dealing with challenges and
difficulties
" Professional support: detailled
documents and instructions
− Powerpoint presentation
− Storyboard
− Strategy-Movie
− FAQs
− Prepeared poster and postcards
Process of Workshops
" Introduction Strategy 2020, brand
and values
" Value matrix – How can we enforce
our values?
This we want
to keep
This we want
to get rid offThis we want
to addValues
Process of Workshops
" Poster: What can we do?
How can we make the values becoming alive?
• _______________________________
• _______________________________
• _______________________________
• _______________________________
Process of Workshops
" Postcards – What must be decided by the management?
One „orange“ and one „green“ postcard per workshop session.
New ideas to enforce the
driving valuesTo enforce the driving values
we have to consider, to
change, to get rid of
Project Marketing
Internal Branding
The results
Workshops
" 93 Workshops
" Every employees worked with the
Driving Values
" 186 Postcards were submitted
" Result: compact list with 80 issues
Documents of Corporate Culture
" Driving Value Statement
" Recruitment Procedure
" FOS (Appraisal Interview)
" Leadership Principles
Employee Event
" E-Mail-Invitation - registration via Webportal
" ~ 2500 invited employees
Employee Event
Survey
" Awareness of Driving Values:
− 43,7% are aware of the driving values, are enable to explain
them and know the importance in their daily routine.
− 48,7% know the driving values and the general meaning
− 7,6% are aware of the driving values, but can´t explain
them
− 0% are not aware of the values
" Identification with Driving Values:
− 50,3% can completely identify with the values
− 43,3% can rather identify with the values
− 3,7% can rather not identify with the values
− 0,5% can not identify
− 1,9% no information
Recommendations for the Implementation
" Project organization
− One project owner
− Project manager
− Interdisciplinary project team
" Critical success factors
− Commitment by the management board
− Enough time for the implementation process
− Training sessions for managers and facilitators
− Well-prepared workshops
− Employee event was a big success
− Ongoing communication about the entiere project
− Transparency during the change process
Thank you for your attention!